The fundamental challenge in transforming organizations towards people-centricity - valuing customer delight and employee joy in work is both cultural and philosophical.
Change is not for its own sake, it can be an opportunity, it needs to be all about moving the business numbers upwards and taking the logical steps for achieving calculable results cohesively.
A transformation is what and why: Because change, especially the large scale of business transformation, cannot be completely manipulated from top-down, it starts from pondering big why, clarifying “what.” What needs to worry about is the danger of a company adopting a couple of simple rules, or taking a couple random change initiatives, without doing the difficult work to change the mentality.
The transformative change starts with the why –the purpose and vision to inject enthusiasm, which is infectious and spurs the concept forward. Once people agree with the “WHY” part of the reasoning, they can develop their own level of participation, re-inject further excitement in their being part of it, and make a clear reasoning about what to change to achieve setting expectations.
A transformation is on the horizon: The digital ecosystem is dynamic, hyper-connected, expansive, and interdependent. To explore the emerging digital horizon and stay competitive, you have to understand what it means to the business, get to know the external changing connected environment or the entire business ecosystem, and commit to taking a systematic approach to explore the full digital potential.
A transformation is on the horizon: The digital ecosystem is dynamic, hyper-connected, expansive, and interdependent. To explore the emerging digital horizon and stay competitive, you have to understand what it means to the business, get to know the external changing connected environment or the entire business ecosystem, and commit to taking a systematic approach to explore the full digital potential.
For many people, "sameness" is psychological security, change leads to psychological insecurity. The difficult part is to understand the psychology behind changes, resistance is normal and must be considered and managed to make change happen and sustain its impact. Changing leadership is the capacity to influence others through inspiration, understand people via empathy, drive change via professional competency, and make continuous adjustment with flexibility.
A transformation needs to work cross box: The organization is connected to all the appropriate ecosystems, lattice or otherwise, touch points. Transformation often needs to work cross boxes instead of within the box; takes a holistic approach, go broader to leverage their various environments, or ecosystems, dig deeper to fine-tune the underlying functions and processes, to manage change and accelerate performance.
Cross-silo or cross-divisional collaboration is crucial to building dynamic change capabilities. People are encouraged to break down silos, seek out help, brainstorm fresh ideas, and become proactive change agents. Business leaders today must be able to foster a workplace that thrives on cross-boundary practices to transcend the business up to the next level of business growth and maturity.
A transformation focuses on goals of innovation, especially breakthrough innovation: Innovation is the most wanted change, it is no longer nice to have, but a “must have” strategic capability of the business. Business innovation is to apply creative thinking to problem-solving, create something new or boldly, solve something big.
A transformation focuses on goals of innovation, especially breakthrough innovation: Innovation is the most wanted change, it is no longer nice to have, but a “must have” strategic capability of the business. Business innovation is to apply creative thinking to problem-solving, create something new or boldly, solve something big.
You need new technology, new processes, new customers, new knowledge, even a new business model. All that makes them very risky but on the other hand you will get very great chances and opportunities for transformative change. The leverage point is to structure innovation to keep focus, but not adding too much complexity. The digital aims of business transformation are to take the holistic approach to shape an innovation ecosystem for thriving.
A transformation is a strategy: A transformation has a long-range perspective, develops vision and strategies to achieve it. It’s important to understand the "As is" position of the business, and identifying the desirable "To be'' state, orchestrate a set of processes and activities that keep the business dynamic, build, execute a strategy and the associated change programs that enable the "To be" state to be achieved smoothly.
Technically, it’s crucial to develop practical roadmaps, make wise investments, rationalize business initiative portfolio, establish fine-designed metrics & dashboard, to implement a good strategy, and achieve higher than expected business results.
Digital transformation represents a break from the past, with a high level of impact and complexity. The fundamental challenge in transforming organizations towards people-centricity - valuing customer delight and employee joy in work is both cultural and philosophical. To reach the stage of high level of business maturity, organizations have to stretch out in every dimension, strengthen organizational capacity and build business competency to ensure their organizations present high performance results and thrive for the long run.
Digital transformation represents a break from the past, with a high level of impact and complexity. The fundamental challenge in transforming organizations towards people-centricity - valuing customer delight and employee joy in work is both cultural and philosophical. To reach the stage of high level of business maturity, organizations have to stretch out in every dimension, strengthen organizational capacity and build business competency to ensure their organizations present high performance results and thrive for the long run.
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